1. © 2016 IBM Corporation
Digital Transformation
Impact on HR and Internal Communication
Giandomenico Orlando
Enterprise 2.0 & Social Business Consultant – IBM Italia

2. © 2016 IBM Corporation2
Taking advantage of the explosive growth of data and data source, available at rapidly decreasing cost
and time distance from events to:
• Detect trends, opportunities and threats well in advance their actual emergence and their competitors,
thanks to sophisticated statistical analysis
• Break traditional market barriers, create new markets or disrupt traditional markets
• Increasingly automate and flex traditional operations, with no or minimum human intervention, but
getting data from the field (IoT)
• Make rid of control systems managed by people (is middle management still useful ?)
• Offer a personalized experience, and journeys, to customers, to maximize the extraction of value
Digital transformation is simply the impact the emerging technologies show
on the way business is organized and managed

3. © 2016 IBM Corporation3
Any technology that facilitates social interactions and is enabled by a communications capability, such
as the Internet or a mobile device. Examples are social software (e.g., wikis, blogs, social networks)
and communication capabilities (e.g., Web conferencing) that are targeted at and enable social
interactions.
Strangely enough, Social is less mature as a business tool.
The main concerns survey respondents have about social technology include:
• The time spent by employees using it (cited by 45 percent)
• Employees information overload (cited by 40 percent).
Source: Harvard Business Review
Social media – Definition

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Most effective transformation initiatives draw upon four key actions
to change mind-sets and behaviors
Companies that design their initiatives to support desired shifts in mind-sets and behaviors see the
most successful transformations
The most effective initiatives involve four key actions:
• fostering understanding and conviction
• role modeling
• developing talent and skills
• reinforcing changes through formal mechanisms

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The results also suggest that simply repeating the same old initiatives will not get organizations the
change they seek.
31% 64% Success when companies try
completely new initiatives
Success when companies put
in place initiatives similar to
past ones
A transformation’s focus on weaknesses yields a less effective outcome than a focus on strengths—but
efforts are more successful when they address both.
Fresh initiatives and stress on positive messages and strength drive higher
success rates

6. © 2016 IBM Corporation6
Are Digital Transformation and Organizational Transformational alternative
or complementary ?It might be both ….
“Being digital is about devolving decision making to smaller teams, and developing much
more iterative and rapid ways of doing things. A digital mind-set institutionalizes cross-
functional collaboration, flattens hierarchies, and builds environments to encourage
the generation of new ideas.” - McKinsey

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Enterprises are increasingly becoming just a network of relationship
• Companies’ boundaries
are fading away, and
Vendors and Customers
are perceived more and
more as parts of the
organization itself
• Leadership by top
managers is essential in
that new context, being a
very effective way to
orient people to a
common set of goals and
values
• Coordination of the individuals is essentially depending on management by objectives, and not by
some kind of visual control, or by command
• Middle managers will be asked to reinvent themselves, command and control is not enough
anymore

8. © 2016 IBM Corporation8
As companies are transforming themselves in communities of individuals
and relationship networks, conversation is the place where the organization
exists
In that perspective, social tools are essential for a number of reasons:
• They provide a virtual place where companies’ networks of relationships comes to life
• They help transform conversations from chatting to a permanent business resource, which
can be traced, analyzed to extract knowledge and feedback, searched through
• They offer the opportunity to use conversation to support key business process, such as
innovation and R&D, employees engagement, customer service and many others

9. © 2016 IBM Corporation9
The need for getting direct feedback from employees is a strong reason to
activate social conversation environments within the Enterprise
Fonte: McKinsey, 2015

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Definition
• Census Surveys – Organization-wide surveys conducted once every year or two
• Pulse Surveys – Shorter, more frequent surveys with specific content to a sub-set of employees
• Mini-Polls – More timely survey (e.g., weekly) with a single item
• Social Analytics – Analysis of content on a social network inside the workplace
Level of employees engagement respond positively to the diversification
of channels use to listen to them
Source: IBM Smarter Workforce Institute, 2015

11. © 2016 IBM Corporation11
Mini-pluse surveys are a kind of instant polls: participants are also
provided immediately with a look into the results and can post comments in
a dedicated Forum space
• This is an IBM example of a mini-pulse survey launched by the
IT department